Overwork culture has had its day (and night)

New ways of working and a culture that prioritises employees’ health are achievable and it’s time firms changed gears, says Lindsey Dewart, practice manager and head of HR at Thomas Flavell & Sons Solicitors

Burnout among law firms and unrealistic expectations have long been persistent challenges. As the practice manager and head of HR, I’ve witnessed first-hand the toll these issues can take on our dedicated staff, particularly in the post-Covid era. Addressing this problem isn’t just about meeting business goals — it’s about safeguarding the mental health of our legal professionals and ensuring a sustainable, supportive work environment.

Work, work and more work

Historically, the legal sector has been notorious for its demanding schedules and relentless expectations. Many traditional law firms — and I have first-hand experience — operated without
wellbeing policies and lacked flexibility in working arrangements.

It was commonplace for solicitors to toil beyond their contracted hours, with 12-hour workdays and occasional weekend shifts becoming the norm.

It was almost fashionable to stay past five pm and if you didn’t, you would hear about it the next day. Part-time or flexible working arrangements were rare, contributing to a culture of prolonged stress and fatigue.

Solicitors grappling with burnout often find themselves on the precipice of mental health challenges. The strain can manifest in various ways, from increased sick leave requests, to struggles in managing caseloads – with a higher likelihood of making mistakes.

If firms properly analysed the risks of burnout and the potentially crippling professional indemnity premium increases from more negligence claims, they would make the right changes.

Thomas Flavell & Sons Solicitors has taken significant steps to prioritise the wellbeing of its team. We have fostered a culture that rejects the expectation of working beyond contracted hours, promoting a healthier work-life balance. Currently, only 40% of our workforce adheres to the conventional 9-5 Monday-to-Friday schedule, allowing for greater flexibility in meeting personal and professional commitments.

Despite the best practices we have introduced, I still, at times, struggle to maintain the right level of work-life balance that suits me. We all have our personal expectations of what an ideal work-life balance is, none of us are the same, and we all have different competing priorities. This needs to be remembered when implementing policies – employees need options.

A holistic approach to wellbeing

Our commitment to employee wellbeing is reflected in the introduction of our ‘Your benefits and little extras’ handbook which details policies and services in place to support physical, mental and financial wellbeing.

Mental health is at the forefront, with a dedicated team of mental health first aiders available for confidential support. We’ve established a support line to address immediate concerns and introduced a digital GP service, offering our team convenient access to healthcare professionals without the need for time-consuming appointments.

Understanding the importance of physical wellbeing, we actively promote an active lifestyle within our workplace. Our staff are encouraged to incorporate physical activity into their routines, and we’ve partnered with the Vitality Rewards programme to incentivise healthy behaviours.

This programme not only provides tangible rewards for staying active but also contributes to fostering a sense of community within our organisation. We have introduced corporate massages in the workplace to assist employees in understanding their posture, and the importance of breaks and stretching throughout the day.

Our digital GP service has proven invaluable in addressing health concerns promptly and efficiently. By providing remote consultations and digital prescriptions, we’ve eliminated the barriers associated with traditional healthcare access.

This not only saves our employees valuable time but also ensures that health issues are addressed proactively, preventing them from escalating into more significant challenges. This service extends to their children up to 21 years of age.

More than words 

Prioritising employee wellbeing is not just a corporate buzzword at our firm, it is a fundamental ethos that shapes our culture. We are a well-established firm with over 200 years of history, but that doesn’t mean we have to operate our HR and management style in a 200-year-old fashion. By dismantling the historical norms that contributed to burnout and unrealistic expectations, we have created an environment where our team can thrive both professionally and personally.

It is crucial to understand what the priority is for your employees – do not simply introduce a policy because it is trending. Consult, engage, and understand what is important to your people. Do they have childcare responsibilities where they need to finish at 3:00 pm each day? Do they have space at home for a home office or do they prefer to be in the workplace?

No one solution fits all, be flexible, adaptive and approachable. More firms should adopt a holistic approach to employee wellbeing, ensuring the longevity and success of their most valuable asset — their people.